Project Manager

Project Management, Strategic Planning, Process Improvement,

Business Analysis, Technical Writing, Vendor Management

A PM/BA with 15 years of operations experience and broad industry knowledge creating success from a business perspective utilizing experience in partnering with management, business unit, and technology stakeholders to research and document business requirements, workflow processes, gap analyses, test scripts, and training materials. Chaired periodic software release meetings in support of new applications, enhancements, fixes, hardware upgrades, dual site testing, and capacity planning to meet corporate initiatives and SEC mandated schedules.Provided leadership to individuals and specific project teams assigned to activities related to all phases of the SDLC process. This included project scope, proof of concept, proof of technology, estimations, process improvements, simulations, prototyping, testing, and documentation supporting post project follow-up, and centralized documentation meeting the auditing requirements of the program/project.

PROFESSIONAL DEVELOPMENT Corporate Sponsored Training

Leadership through Teamwork, Management Development, Project Management,Diversity Training, passed the NYSE Specialist Test, SDLC Processes and Iterative Methodologies, ISO 9000 - Process Improvement,ITIL, Agile,HP PPM, Waterfall, Rapid Applications Development, User Centered Design Techniques,ISO 13407 Approach to Human Centered Design,Technical Writing, Meet Me, WebEx, Adobe, SharePoint, and Lotus Notes..Microsoftapplications include: Project, Word, Excel, PowerPoint,Visio, Draw and Outlook Express.

EXPERIENCE

Project Manager,Home Lending Technology - Program and Project Delivery

Confidential

Chaired brainstorming sessions with Iterative Release Project Managers to define/baselinethe current SDLCreporting process used to producethe executive dashboard reflecting the most current project status.The conceptual solution focused on eliminating unnecessaryvs. capturing pertinent data/information submitted. Thesolution resulted in standardizing project reports from each of the Application, Business, Development, Operational Project Managers allowingsimple formulasin EXCEL spreadsheets to retrieve, calculate, and auto populatedata from these standardized formatted reports into the KPI text fields of the executive dashboard. Automation also included the use of conditional formatting formulas auto-fillingcell backgroundcolors to represent project health and KPI performance status.The effort eliminated the labor intensive manual dashboard entries and was well accepted by all Project Managers. A 100 page user guide was also submitted.

Business Analyst, Back Office Operations, Broker Dealer Services

Confidential

Facilitated requirements gathering to manage a discovery process that identified solutionsto mitigating risk byeliminating the out-of-sync Cash amounts between the Broker Dealer Automated System BDAS and the Direct Deposit Account DDA system when Cash is placed on Hold . Discovery led to the use of existing components APIs/Objects found in the Bank's Commercial Paper process which became themost economical and feasible solution for this effort, thereby saving the cost of new software having to be produced.

Sr. Project Manager, Business Operations, PMO Global Operations

Confidential

• Defined business requirements for the proliferation of thin client technology companywide. Executed the Proof-of-Technology 20 participants and the Proof-of-Concept increased to 115 participants phases in an effort to identify constraints and limitations of this technology vs. business needs. Introduced Thin Client WYSE/IBM technology to London, New York, New Jersey, and Ohio office locations. The results of these two phases fed the Business Case phase with actual solutions allowing management to accurately budget costs with confidence and move the project into HP PPM's implementation phases, i.e., extending the 115 participants to the targeted 10,000 - 30,000 units. Documents submitted included hardwaretesting, performance/load testing Blade vs. IBM
• 3850 racks , bandwidth testing, user questionnaire analysis, etc.

Sr. Project Manager, Middle Office Operations, PMO Department Head

Confidential

Worked closely with development/operational teams to ensure requirements were being met to generate plans for two Custodial moves, i.e., Arnhold S.Bleichroeder to JPM Chase and BoNY to E TRADE Canada. The plans supported US clients to received payments in US and Global clients to receive payments in the currency of the country of settlement. The plans identified critical operations preparations required for a smooth transition. This included SEDOL/ISIN/CUSIP analysis, identifying position breaks, preparing market entry tax documentation, defining cash account segregation processes for 7 Corporate Actions , identifying dead accounts, and executing a test run. A proactive 80 preparation and 20 implementation approach was embraced by management and the core team. The test run proved that more work was required prior to the targeted start dates.

Business Analyst, BackOffice Operations, Broker Dealer Services Confidential

Served as a liaison between the Business, Operational, and Development groupsto perform abusinessapplication gap analyses for the back office Bookkeeping system upgrade. The focus was on the Bookkeeping business functions/taskswhich included all sub G/Ls supporting products such as REPOs, Fail Tracking, Interim Accounting, Billing, Fixed Income Adjust, Coupons, FED/DTC P I, etc.The Gap Analysis included:

• Paper prototypes PC business simulations to test user concepts gain approval for implementation.
• One-on-one interviews group presentations to manage expectation levels of stakeholders.
• One-on-one,user group, and departmental training sessions orchestrated for NYC and Dallas.
• Documentation included: User Task flows vs. Business Rules vs. Modified screens, User Guides,
• Inconsistency Reports, training scripts, and new trouble shooting tickets.
• The above work generated non-ambiguous business requirements thereby reducing the amount of bug/fixes found during the post-production period.